People Group are currently looking for a Change Manager from a Network Rail background to work for a leading Rail Consultancy.

You will be working on Behalf of NR for there Decarbonisation Programme. They are looking for someone with a Renewable energy experience of deployment within a rail context

Position: Change Manager
Rate: Negotiable
Location: Euston
Duration: 12 months
Start date: ASAP
Working Arrangements: Hybrid (2 days in the office and 3 days from home)

This activity should incorporate all current, forecast, and aspirational projects being managed by the programme team that will transition current traction and non-traction electricity supply into renewables. Current projects which must be included:

• Corporate Power Purchase Agreement (64GWh)
• Corporate Power Purchase Agreement (1 to 1.5TWh)
• Utility Scale Direct Wire to Traction
• Scotland Rooftop Solar

Key Accountabilities:

• Working with the programme sponsor and senior programme team to develop this ambitious programme.
• A review and refresh of the current Strategic Outline Business Case in line with current strategy.  This would be supported with a one-page business case summary to aid communication with internal and external stakeholders.
• A summary of top risks to the Business Case (threats and opportunities) along with recommended mitigation.
• A landscape review summarising all other significant works (external to the programme) being undertaken to transition electricity consumption into renewable currently being undertaken within the rail industry
• A high-level timeline summarising the entire (potential) programme incorporating all activities through to conclusion.  Programme should indicate levels of certainty, maturity, and funding requirements for each phase.  Key decisions points for funding and technology development should also be indicated.  See: appendix 1: high level plan template
• A funding strategy.  The programme currently has several short / medium term funding streams however long-term funding requirements are unclear.  The funding strategy should be developed in conjunction with a programme AFC and identify key decision points for future funding and investment decisions. Work with Sponsor immediately focus on developing CP7 authority paper during the 2nd quarter of CP6 Year 5.
• A stakeholder map focussed on senior internal and external stakeholders.  An associated communication strategy and plan aligned to managing these stakeholders with focus on how their influence impacts the projects/programme.
• An established programme governance structure and agreed lifecycle providing regular, effective, and efficient opportunities for consultation, decision making and assurance with senior internal and external stakeholders
• A set of maintainable artifacts (slides, summaries etc) that allow for the effective communication of all the above elements to senior internal and external stakeholders